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Call centres are lagging behind other digital channels. Call (almost) any call centre today and your experience is likely to be the same. You are forced through the IVR menu before finally reaching a human to interact via voice and that’s it. I’ve talked about call centres running blind in a blog before.

Digitising your call centre processes is not about investing in new channels, it’s about augmenting your people and existing infrastructure to engage with customers in the way they expect. This expectation is now a digital experience that is visual, easy, convenient and immediate.

Our experience of working with a range of clients bears out the statistics above and across numerous industries. Our feedback suggests that call centres are losing between 20%-40% in drop off rates and, although the exact number varies by industry and product, the underling reasons for the leakage are very much the same:

Friction

- Not being able to complete a transaction on one call. (Muti-stage process handled by different people and departments )

- Stopping the sales process to post documents and gather signatures.

Communication

- The products and or service complexity (the customer needs to go away and think about it first…)

Most problems are related to communication and distribution, how you optimise both in your call centre makes all the difference. Below are some results when our clients used vScreen to add a visual interface to improve the customer journey, reduce leakage and improve sales conversions.

Please CLICK HERE view our demonstration video to see how vScreen can add a visual interface for your call centre:

Below we are delighted to offer another blog from the highly respected Dr. Frederic Ponsignon, Researcher in Service and Process Management, University of Exeter

In a previous post, I argued that the journey of the average customer in the financial services sector resembles a continuum or life-cycle. It is so because a service experience involves multiple interactions or transactions taking place over a long period of time. Take, for instance, mortgages, investment funds, insurances or pension plans. These products require long-term commitments as there is no customer outcome until many years down the line. This type of customer experience is quite different from, say, dining at a restaurant or a trip to Disneyland.

In this new post, I argue that the nature of the journey has implications for the measurement and improvement of the customer experience. In a nutshell, my research suggests that FS firms systematically gather and analyse large sets of customer, operational and voice of the employee data to assess how customers perceive their interactions with the firm. They then implement evidence-based corrective actions to fix the broken points of interaction.

The measurement and improvement process is split up into three main steps. Firstly, all interactions are rank ordered based on their relative importance in the customers’ eyes. From this classification, the moments of truth are established. Moments of truth are critical interactions affect significantly key performance indicators, such as word of mouth and customer loyalty. For instance, an insurance company identified 10 moments of truth in the customer journey lifecycle. ‘Point of claim’ and ‘point of payout’ were particularly critical interactions from the customer perspective.

Secondly, firms select improvement opportunities by identifying major fail or break points. A breakpoint is a moment of truth that is consistently rated negatively by customers. It causes customer pain, disrupts the consumption experience and has a high potential for destroying customer value. Going back to the example above the insurance firm found that not releasing funds in a timely fashion causes their customers a lot of pain and increases the probability that they switch to another provider.

Thirdly, process improvements are implemented to eradicate break points. Given that resources are scarce, focusing on breakpoints that have a big effect on the overall customer experience gives FS firms a way to prioritise their efforts.

To summarise, although managers sometimes believe that all interactions have the same value for customers and should be given equal consideration, my research shows that good organizations: (1) identify the moment of truth from the customer perspective; (2) systematically measure performance on these critical interactions; and (3) dedicate efforts and resources to improving break points.

“An anthropomorphic robot waits for a ride by a highway in Canada, placed there by social scientists hoping to find out if drivers will take him to a gallery thousands of miles away”. Via BBC.co.uk.

Author: Marcio Rodrigues, Customer Proposition Director, Vizolution.

When customers decide to approach an organisation these days a multitude of actions already have taken place in most cases. In a connected world, information is available in bucket loads and customers are not afraid to use it to get the best outcomes.

Marketing spends billions of pounds every year trying to understand customer needs, creating products and services that are relevant, distributing it through many channels in a way that makes it easy and compelling for customers to buy and interact with their organisations.

So why are so many of these journeys not well thought through and failing to deliver its original intent – are customers not really at the heart of these journeys? Marketers put in a lot of effort attracting customers only to lose them at first click, call, visit etc. Let me give you an example of a journey I have gone through recently:

My journey ….. My Bank got in touch:

My relationship with my bank is very much one way. When I have a job to do, I do it myself and or initiate the first dialogue. My bank has been good enough to enable me to do most of my jobs online so I very rarely have to pick up the phone or visit a branch. I do indeed call my bank when I have new jobs to do and need advice, e.g. re-mortgage, loans, investments etc, but mostly on new business transactions. So, when recently my bank called me I was very surprised. Initially I thought… this is a sales call or something went wrong. But, no, a cheerful chap told me that after reviewing my accounts the bank noticed that they could offer me a better deal on an existing product. The deal on offer was significantly better and at this point I expressed my surprise and delight that I received this call in the first place. I told him that the offer sounded good and asked him to proceed.

“Sorry I can’t process this over the phone, you need to go to your local branch to complete the process” was the reply. At this point I asked why? Do I need to sign any paperwork?

“No, you are an existing customer with an existing deal… no signature required” was the reply…

It was at this point that I thought this wasn’t very easy or convenient but I still thought the bank was trying to do the right thing for me. I therefore did something I haven’t done for a few years. I visited my local branch.

On arrival, I told the cashier why I was there. “Sorry Mr Rodrigues you need to call us in advance and make an appointment”… But I’m here now… “Sorry we have no appointments today”… well, I left and with the promise to never go back….

The return to the branch…

As it happens… I was sent a cheque. I went to my local branch to deposit it but didn’t make an appointment. Paid in my cheque and as I was there asked if I could have an appointment to go through the improved deal discussed above.

“Yes, we’ll be free to see you in 15 minutes” was the answer. I was delighted and waited. A very nice, polite employee welcomed me and offered me a seat in a confortable room. As I was getting confortable and explaining why I was there, I was told “I’ll finish my shift in 10 minutes but let’s see if I can help you”. I explained why I was there, my accounts were checked and confirmation that I could indeed get a better deal was given. However I had to buy something else that would add no value to me…. I simply expressed my dissatisfaction and left.

Coming back to my original point, why would any organisation make a customer go through the painful experience above? Did they actually think about the customer? My bank has reams of information about me so why not offer something that might be relevant?

“The journey” “or gamble” above was created to get you to buy stuff that you might or not need. This wasted both the banks time and mine. Stop gambling with your customers trust; instead start building it, one experience at a time.

Customers don’t care or want to go on journeys with firms. Customers care about their experiences and outcomes. That’s what they buy. What are you selling?

Below we continue our series of blogs on the management of the customer experience in financial services based on insight from a white paper produced by Dr. Frederic Ponsignon from Exeter University.

Author: Frederic Ponsignon, Researcher in Service and Process Management, University of Exeter

Financial services organisations take a holistic perspective to define and describe the customer experience as an ongoing cycle or continuum that includes all of the interactions occurring between the firm and the customer in the process of searching, buying and using the product. The journey lifecycle comprises discrete stages that are spread out over time and can be easily distinguished and managed separately. This is so because financial services are delivered in an ongoing over an extended period of time and characterised by long-term relationships with customers who find themselves locked in with a provider.

Organisations represent the customer experience in end-to-end journey models that consist of high-level generic stages and lower-level specific interactions. In the exhibit below, we present a hypothetical journey map that is made up of nine generic touchpoints or stages, from ‘aware’ through to ‘defect’ and ‘return’. Although many touchpoints are expected to be sequential (e.g. from ‘interest’ to ‘apply’), the journey is often dynamic and non-linear. The lower-level interactions describe customer activities or transactions.

To build ‘good’ journey models, organisations develop a deep understanding of the customer’s personal processes and resources through market research and the generation of customer insights using various techniques such as interviews, focus groups, and ethnography. For instance, customer shadowing is an increasingly popular technique. Following customers in their daily lives makes it possible to gather insights into the customer’s own context of product use. The journey map specifies the context of value co-creation from the customer point of view. Organizations then identify value creation opportunities in the journey and determine how these opportunities are best exploited. Value creation takes places across multiple points in the experience lifecycle because customers judge the superiority of their experience at different stages and their perceptions of value vary over time.

Today's guest blog comesfromPatrice Bernard, an Innovation & Technology Consultant at Conix Consulting. His blogs share and comment on the news on emerging technologies and practices in the financial services. Please forgive us for any errors in the translation or scroll down to read Patrice's original blog in french.

It seems that the Vizolution solution of sharing web screens has already been adopted by the largest banks and British insurance companies.

An unjustly neglected opportunity on our side of the Channel?

Traditionally, "co-browsing" is widespread among large companies, for the purpose of IT support. More rarely (due to difficulties in deployment), it is also sometimes implemented on websites for the general public, again for customer assistance. In all cases, it is a solution with which the user shares his screen with a remote party to perform a task or demonstrate how to perform a particular action.

Much more advanced, vScreen from Vizolution takes this basic principle and deploys new capabilities that make it both easier to use and likely to meet other needs. Firstly, from a technical point of view, the integration is neat: the company represents and warrants that the tool is accessible to any Internet user instantly, regardless of the browser on her/his PC, mobile or tablet, without any prior installation, no risk of incompatibility... On a different note, the available functions are also significantly enriched. Operating fully two-way (consumer to business and vice versa, at the initiative of one or the other), it becomes possible to share files (securely), using a virtual marker on the displayed contents, share documents or forms on the screen (not just web pages), sign (electronically) a commitment or contract ..

Benefits

Thus armed, an agent in a commercial call centre will be able to articulate his arguments to his prospect, submit scenarios on a simulator, make customers take notice and validate conditions and finally submit, and even sign, a contract. The sales cycle therefore takes place entirely remotely, in real time, without requiring the exchange of (snail) mails that often lose customers.

Finally, to ensure compliance with regulatory requirements, all actions performed are recorded and stored, ready to be accessed on demand. It is frequently argued that remote selling - especially for complex products - is hampered by the lack of face to face relationship, which also justifies the emerging fashion of kiosks offering video conferencing in bank branches. With vScreen, Vizolution suggests another perspective: more than human contact, it is the ability to better present and finalize a deal that makes a difference. Additionally, the company boasting a 20% increase in sales using screen sharing seems like a convincing argument ...

No wonder, in these circumstances, that British financial institutions are seduced!

For those french speakers visiting us please see below the original article:

The much anticipated new set of rules as laid out in the mortgage market review are now in force and it’s been great to read over recent months, announcements from lenders confirming that they are ready, willing and able to fulfil these new requirements.

However, the issue as I see it isn’t that a new series of appropriate questions need to be asked and additional considerations undertaken, but as we have seen before, it is how lenders can evidence that these new rules have been followed to protect themselves now and in the future.

Evidence is crucial but how can you capture it and how can you analyse it? This is a challenge that has been facing the financial services sector for many years and one that sits against a backdrop of favouring the customer if no evidence can be proved. It seems to have been the case that the product provider is considered guilty unless they can prove otherwise.

In this vein, over recent years there has been an unprecedented level of fines issued by the FCA. Let’s put this into some sort of context; this is not about a few bad apples spoiling it for everyone else. During 2013 the total amount of fines was £474,138,738 and in just the first quarter of 2014 fines of £86,241,500 have already been levied.

I’m certainly not claiming that all these fines are unwarranted but many are founded on the inability for the lender or insurance company to provide evidence that an approved process was followed.

The scale of the challenge

The new affordability checks required by the MMR will be especially challenging. The MMR will require lenders to perform important new checks including a stress test for future affordability, and to prove that they have done so. As a result, record-keeping requirements will also be expanded, as will the requirement to keep records of any post-contract communications.

The challenges here are clear to see. In many cases, lenders won’t know what discussions were held with the customer or exactly which documents were provided. This leaves the lender extremely exposed. The furore surrounding Payment Protection Insurance (PPI) illustrates the issues of having a process whereby advice is not robustly documented.

I would argue that the compliance structure of the call centre provides a more robust record of the conversation thanks to call recording but this is only half of the story.

Earlier this month, it was revealed that some lenders are expecting appointments to take as long as three and a half hours due to the more onerous affordability rules coming in as part of the MMR. Furthermore, many major lenders have concluded that the sales process must be advised, and therefore carefully documented, if there is any conversation with the customer where information is imparted, no matter where it takes place.

As a lender, you have no idea when your advice may be called into question. It could be three months or three years from now. What is certainly true is that the expectation to be able to provide evidence of compliance remains the same.

So, does this mean that lenders will review every single call? Will the recording of every three hour advised sale need to be reviewed by a second member of staff? That means electronically storing thousands, maybe tens of thousands of three hour advice sessions. The amount of electronic storage required is mind boggling but not only does this need to be stored but it also needs to be able to be accessed and recalled if or when a query is raised. Lenders will need to consider both the practical and technical ramifications of storing evidence to ensure an appropriate level of future protection.

There is no doubt that the underlying goal is for all lenders to have strict controls and strong evidence and this might be possible through listening to calls when you have a team of 5 but what about when you have a call centre of 500?

The answer is surely to capture and record each and every screen that an agent displays to a customer with regular electronic signatures to confirm understanding. With each session time and date stamped it would provide a lasting record of every piece of information that was shown to a customer and solve the massive storage issue that storing all calls creates.

Additionally, with a report based environment this enables an instant review of activity and most importantly inactivity. As this type of reporting enables exceptions to be flagged instantly, for example if a particular slide was not shown or a customer did not sign to say they had read and understood a critical compliance message, this can be revealed instantly.

What this means in terms of resource management is that compliance professionals can have a finely targeted approach to investigating cases that are flagged with particular issues rather than trawling through thousands in the hope that any impropriety may be found.

Soldiers across the world and down the ages will tell you that time spent on reconnaissance is rarely wasted. When lives are at stake it pays to find out as much as you can about the enemy's strength, deployment and intentions.

The general receiving information from his scouts, spies (and, today, drones) needs to have the right mindset to understand what the signals-in-the-noise actually are. That is easier said than done. A story told to me by my friend Alan Newman who was in the army tells of a cavalry commander who sent out scouts. He was clear about the information he required. Being a cavalry man he wanted to know how many horses there were, did they look strong and healthy or tired, how many of them were equipped to pull pieces of artillery, and, from the uniforms, were the enemy forces elite regiments or not. Just after dawn the scouts road off.

Early that afternoon, from different directions, the scouts were seen returning at the gallop. "Well?" enquired the cavalry commander, "how many horses do they have? What regiments?" Wide-eyed and breathless and with a single voice the scouts shouted, "Tanks!"

The cavalry commander seemed perplexed. "Answer my question!" he said, "how many horses do they have? What regiments?" "That doesn't matter sir", said one of the scouts. "The enemy is sending TANKS!"

The commander wasn't willing to tear up his plans for a battle involving horses, artillery and infantry. With his decades of experience he knew that this could be his finest hour. As he was considering how to make sense of his scouts' new information, or ignore it, he was killed by a shell exploding a few metres away. It had been fired by a tank.

Below we continue our series of blogs on the management of the customer experience in financial services based on insight from a white paper produced by Dr. Frederic Ponsignon from Exeter University.

Best Practice 2: Use transaction data to personalise the customer experience

Author: Frederic Ponsignon, Researcher in Service and Process Management, University of Exeter

Service organisations usually rely on their staff to understand customers and deal with them in a personal way. Front-line employees are required to constantly adapt their interpersonal attitudes and behaviours to meet the specific needs and preferences of individual customers. Unfortunately, a personalisation strategy that relies on employees may be difficult to implement because of what Frances Frei calls “subjective preference variability”. According to her, customers vary in their opinions about how they want to be treated. For instance, she writes, “one diner appreciates the warmth of a waiter’s first-name introduction; another resents his presumption of intimacy”. This may give a false impression of service inconsistency, although it is the inconsistency in preferences from one customer to another that is to blame here.

However, in information-centric industries, like Financial Services or Telecommunications for instance, the systematic collection, storage and analysis of customer transaction data makes it now possible to personalise the experience of individual customers based on hard facts and quasi scientific evidence. Transaction data, readily available at the level of individual customers, offers deep insights into the customers’ own context, in terms of how they use a firm’s products and services. For instance, the nature, frequency, time, location and amount details of all credit card transactions are recorded. Additionally, historical transcripts of telephone conversations or complaint letters are often held in internal databases. This constitutes a huge amount of data that can be leveraged to predict future customer behaviours and identify new opportunities for value creation. Although many organisations are still pondering how to best utilise their data resources, we found several examples of successful applications. For instance, a large UK retail bank is able to identify customers who have bought a holiday and when and where they will go on the holiday using credit card transaction data. They contact those customers to find out what might concern them around the holiday. They can then offer a specific travel insurance package or a discount on foreign exchange as appropriate. Another, albeit more controversial, illustration of the power of big data is provided by a global bank who claims it is able to predict divorces before they happen by detecting patterns in credit card transaction data of married couples. It is unclear if the divorced tend to stay loyal to this bank!

We hope you enjoyed this blog and please stay tuned for our next installment that will focus on:

Defining the end-to-end customer journey lifecycle

The Rise of the Phoenix - Practices for the Co-creation of Successful Service Experiences in Financial Services

Author: Marcio Rodrigues, @MarcioOnTW

The business world is undergoing a so called creative destruction or sometimes known as Schumpeter's gale - "process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one."

This reminds me of the Phoenix – the mythical creature that obtains new life by arising from the ashes of its predecessor. Digital disruption is creating an environment that encapsulates the above, where the old creates room for the new. Financial Services are undergoing it’s mutation to clothe itself in the new digital language of the future.

I’m very pleased to be collaborating with Dr. Frederic Ponsignon from Exeter University to bring some relevant insight to the wider financial services community.

The first in the series of six posts looks at Customer Engagement.

Author: Frederic Ponsignon, Researcher in Service and Process Management, University of Exeter

Incumbent financial services firms are facing levels of competition never seen before as new players seek to gain a foothold in the market. We know that supermarkets and airlines have been offering retail banking services and credit cards for several years. Yet a bigger threat to the business models of banks, insurers and wealth management firms comes from the so-called “FinTech” companies. These start-ups have been introducing major technological innovations that are dramatically disrupting all markets in the sector. Just google Fidor Bank, Nutmeg, Mint, Motif Investing or Interactive Investor, to name but a few, to get an idea of the revolution that is under way. Such is the threat posed by these newcomers that some analysts go as far as suggesting that incumbents are bound to disappear in the next 30 years or so unless they can reinvent themselves entirely. This means obliterating current operations, and redesigning the entire business model from scratch, starting from a blank sheet of paper. This time incremental change may not be good enough to guarantee survival in the long run. Regardless of the veracity of this prediction, this new competitive environment has forced FS firms to take a hard look at themselves. Most quickly realised that the crucial ingredient that had been missing in their recipe for success is a true customer-orientation. I believe that this realisation, among other things, has triggered FS firms to shift focus toward competing on customer experience. Although it may a case of too little too late, this move represents an important opportunity for FS firms, and potentially one of their last chances, to convince customers that they do mean business, eventually. This is the background against which our research team at the University of Exeter decided to investigate the novel practices used by FS firms to design and improve the experience of their customers. We conducted field work in over 20 leading firms across both sides of the Atlantic and derived a set of 6 best practices that enable the co-creation of successful service experiences. We found that an effective service experience in FS meets customers’ utilitarian needs, avoids negative emotions and reduces customer pain. Value is created when the service experience provides benefits such as speed, ease of use, confidence and security. Providing hedonic benefits (e.g. cheerfulness and excitement) and creating memorable emotional connections is not a priority. In this post, we briefly discuss one of these best practices.

Best Practice 1: Engage customers in learning activities

In general, customer engagement practices aim to get the customer associated, interested and involved with the provider and its value proposition. We found that successful FS organisations have devised an interesting engagement strategy. As the complexity of financial product and contracts show little signs of diminishing from the customer’s viewpoint, it makes sense to focus on educating and guiding customers to minimise the risk of confusion and of negative responses. This philosophy may be termed “educate rather than sell”. It consists of developing and exploiting opportunities for engaging with the customer’s consumption processes and developing their skills, knowledge and competence. Supporting and helping customers on how to best use the firm’s services and products enables them to play their role in the value creation process. There are many ways to do this. For instance, a wealth management organisation has launched a Fantasy Portfolio Management Game, the stock market equivalent to Fantasy Football. The platform allows customers to learn to build a portfolio, understand financial markets, and improve their knowledge of investment products and jargon, whilst having fun. A more traditional approach focuses on designing communication (e.g. letters or emails) and marketing materials (e.g. website design, product brochures) in a way that conveys essential product and service information effectively. This is done by using the right tone of voice and language and, for instance, by avoiding legal terms, jargon and replacing heavy text documentation with images. We spoke to a large retail bank that performed a piece of research to estimate the costs of poorly written customer letters. They were shocked by the number of unwanted and unnecessary incoming customer queries that were handled in the call centre as a direct result of a confusing or unclear customer letter. This led to the redesign of all direct communications to customers. Their new emphasis is on being clear, easy to understand and on how to make it straightforward for their customers.

We hope you enjoyed this first blog and please stay tuned for our next installment that will focus on Best Practice 2: Using transaction data to personalise the customer experience.

A fascinating blog from Matt Byrom we had to share - stunning statistics about the power of visual communication....

Visual communication is described as the conveyance of information and ideas in forms that can be read or looked upon. According to studies, people tend to remember about 20 percent of what they read, and only ten percent of what they hear. In comparison, the same studies have shown that people tend to remember an impressive 80 percent of what they see and do. In the following infographic, we’re making a case for the power of visual communication. We’ll start by providing a few more statistics on the effectiveness of the visual. Next, we’ll provide a quick history of the existence of visuals. Finally, we’ll outline the introduction and evolution of a number of visual styles.

Take a look by clicking on the image below:

MattByrom is Director of 4040 Media Limited, home of Wyzowl and Sketcha. Passionate about design, technology and internet marketing!

At a recent CCMA event hosted by Ann-Marie Stagg, the General Insurance sector debated the potential benefits of exploring new technologies to enhance the customer experience. The event was attended by senior representatives from 15 leading UK insurers.

Ann-Marie Stagg, Chair of the CCMA, led a discussion on how technology has the potential to enhance the call centre experience and make it a high-touch channel that engages with customers in the way they want and expect.

The group discussed using screen sharing to create a remote face-to-face customer experience as this approach was being adopted within the banking sector but had yet to be tested within the general insurance sector.

The group agreed that customers are buying two things, namely experiences and outcomes. The experiences customers want and expect should be ease, convenience and immediacy but it was thought that this is something the call centre currently struggles to deliver because of the often difficult customer journey caused by compliance requirements.

Ann-Marie Stagg said, “Customers are often buying insurance despite a poor customer journey, with multiple compulsory scripts being deployed through the conversation. With many insurers faced with complex legacy systems, technology solutions need to be easy to implement with limited integration to existing systems, or ….join the back of the queue for IT developments’

The group agreed that one of the hot topics within the insurance sector at the moment was ‘add-ons’ driven by recent focus from the regulator. The use of visuals coupled with electronic signatures was seen as augmenting the existing process to ensure that customers understood the features and benefits of each add-on in order to make a more informed decision.

Marcio Rodrigues, customer propositions director at Vizolution said, “This was a terrific event and one that we were very pleased to sponsor. The attendees all shared a passion for enhancing the customer experience and it was terrific to debate the challenges facing call centres. Regulation and compliance is such a crucial part of the remote sales process that the industry is rightly sharing knowledge and being proactive in identifying and implementing solutions.”